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Technical Story
Imagine that two engineers within the same
company are working on two different components of a car sunroof simultaneously but separately. The insulation and sealing engineer develops a new seal that will keep out rain, even during blinding rainstorm . The handles, knobs, and levers engineer is working on a simpler lever that will make the roof easier to open.
Technical Story-cont.
The new lever is tested and works well with the old seal. Neither
engineer is aware of the activities of the other .As it turns out, the combination of heavier roof (due to the increased insulation) and lighter lever means that the driver can no longer open the sunroof with one hand Hopefully, the problem will be detected in prototype testing before the car is put into production. At that point, one or both components will need to be redesigned. Otherwise, cars already produced will need to be reworked and cars already sold will have to be recalled. None of these alternatives is pleasant and they all involve considerable cost. Could such problems be avoided if engineers worked in teams and shared information? Probably not! Even in design teams, there is no guarantee that all decisions will be coordinated.
Technical Story-cont.
A formal method is thus needed for making sure that everyone
working on a design project knows the design objectives and aware of the interrelationships of the various parts of the design. Similar communications are needed between the customer and marketing, between marketing and engineering, between engineering and production, and between production and the worker In a nutshell, a structured process is needed that will translate the voice of the customer to technical requirements at every stage of design and manufacture. Such a process is called Quality Function Deployment.
What is QFD?
A method of transferring customer needs and
requirements into technical specifications for new product and service development.
detail to unlock the organization and roll out products that the multitudes in the marketplace will value." Glenn Mazur
Developed By Toyota and Its Suppliers Expanded To Other Japanese Manufacturers Consumer Electronics, Home Appliances, Clothing, Integrated
Circuits, Apartment Layout Planning Adopted By Ford and GM in 1980s Digital Equipment, Hewlett-Packard, AT&T, ITT
QFD
Goal =
The house of quality is used as a tool to meet customer demands and understand customer requirements
9
Plan
Design
Redesign
Manufacture
Traditional Timeline
Plan
Design Redesign Manufacture
Benefits
1. 2. 3. 4. 5. 6. 7.
Fewer and Earlier Design Changes Fewer Start-up Problems Shorter Development Time Lower Start-up Costs Warranty Cost Reductions Knowledge Transfer to the Next Product Customer Satisfaction
KEY BENEFITS:
Minimizes product development costs. Reduces the risk of delay to new product introduction due to potentially
poor specifications.
Provides a much deeper insight in (latent) customer needs from a broad
range of sources and allows sharp priority setting of the various customer needs.
Enables proactive focus on customer needs early in the design stage. Creates a joint language and communication platform for marketing,
time-consuming design changes. This is a powerful benefit: customer requirements are less likely to have changed since the beginning of the design project; and more frequent design cycles mean that products can be improved more rapidly than the competition
Reduced overall cost due to reducing design changes, which are not
only time consuming but very costly, especially those which occur at a late stage.
Reduced product cost by eliminating redundant features and over-
design.
Correlation
Matrix
3
2 1
Importance Rankings
Design Attributes
5 4
Customer Needs
Customer Perceptions
Establishes the Flowdown Relates WHAT'S & HOW'S Ranks The Importance
Costs/Feasibility
8
Engineering Measures
QFD On Everything Set the Right Granularity Dont Apply To Every Last Project Inadequate Priorities Lack of Teamwork Wrong Participants Lack of Team Skills Lack of Support or Commitment Too Much Chart Focus Hurry up and Get Done Failure to Integrate and Implement QFD
Review Current Status At Least Quarterly Monthly on 1 Yr Project Weekly on Small Projects
HOW 4
HOW 1
HOW 2
HOW 3
HOW 5
HOW 6
40 psi
5 5 3 4 2 4 1
H L H
H L
M M L
M L
3 mils
HOW 7
65 45 21 36 8
M L
12 in.
H
1 mm 8 atm
52
M
3
57 41 48 13 50
3 lbs
21
IMPROVING MOBILE SERVICES DESIGN A QFD APPROACH In todays information society the whole world is going wireless and mobile.
However, a key challenge in mobile services industry is how
to design and develop high quality mobile services which means how to satisfy end customers or even to exceed their expectation.
One of the most powerful quality improving methodologies
instant learning technologies and tools and e-learning methodology and scenarios appropriate to a community of e-learning students in northern Finland
daily classroom lectures through hand-set mobile terminals such as mobile phones or dedicated personal digital assistants (PDAs) or computers.
This way students from different locations in the country
may participate the lecture, ask questions to the lecturer through the use of mobile terminals, even when they are on the move.
Currently this e-learning service is being developed in the
university.
Students and lecturers are connected through classroom
MOBILE E-LEARNING
Seven technical characteristics are identified, i.e. network coverage, data transmission speed, display resolution, terminal costs,
network access cost per time unit, terminal size and weight, and power consumption.
mobile service providers and potential service users, the mobile service design and development team can determine which quality characteristics should be included in the first version of the service and which to be included in subsequent generation mobile services. The results will be the cost and time effective mobile services that best satisfy both mobile service providers and service users.
Points to Remember
The process may look simple, but requires effort. Many entries look obviousafter theyre written down. If there are NO tough spots the first time: It Probably Isnt Being Done Right!!!! Focus on the end-user customer. Charts are not the objective. Charts are the means for achieving the objective. Find reasons to succeed, not excuses for failure. Remember to follow-up afterward
Introduction
Every successful company has always used data and
their competitors product. They examine any customer satisfaction information that might happen to be available.
Unfortunately, much of this information is often incomplete. It
is frequently examined as individual data, without comparison to other data that may support or contradict it.
House of Quality
Quality Function Deployment (QFD) uses a matrix format
A kind of conceptual map that provides the means for interfunctional planning and communication.
House of Quality
It translates customer requirements, based on marketing
research and benchmarking data, into an appropriate number of engineering targets to be met by a new product design.
Basically, it is the nerve center and the engine that drives
Customer Requirements
Interior Walls
Roof
Customer Requirements(WHATS)
The initial steps in forming the House of Quality include
(HOWs).
answer what must be done to the product design to fulfill the necessary requirements.
confusion associated with determining the relationship between customer requirements and technical descriptors.
Symbolic notation are used for depicting weak, medium, and strong
relationships
Relationship Matrix
Technical Descriptors Primary Secondary Secondary Primary
Customer Requirements
Relationship between Customer Requirements and Technical Descriptors WHATs vs. HOWs
+9 +3 +1 Strong Medium Weak
Customer Request: There is too much damage to bumpers in low-speed collisions. Customer wants a better bumper.
Automobile Owner
Manufacturing Plant Sales Force
requirements/constraints
strength, young's modulus, etc. Specify with a dollar amount the term inexpensive
the Correlation matrix. Different symbols are used to describe the strength and the direction of the interrelationships
a strong positive relationship a positive relationship
a negative relationship
Target value
the decision regarding product improvement and maintenance by the QFD team
Scale-up factor
Target Value/ Product Rating
Sales point
how well a customer requirement will sell
Absolute weight
(Importance to Customer)(Scale-up Factor)(Sales Point)
(Dot product of the column in the relationship matrix)(Absolute weight in the prioritized customers requirements)
Refining Process
HOWs HOWs
WHATs
HOW MUCH
QFD Summary
Orderly Way Of Obtaining Information & Presenting
It Shorter Product Development Cycle Considerably Reduced Start-Up Costs Fewer Engineering Changes Reduced Chance Of Oversights During Design Process Environment Of Teamwork Consensus Decisions Preserves Everything In Writing